– Hey there, Dan Martell here. Serial entrepreneur, investor
and creator of SaaS Academy. This video I’m gonna
teach you the three, well I’m gonna talk
about how to overcome them, the three top sales objections
that are coming up in your SaaS demo and how to overcome them
and deal with them and add a little ninjutsu to the process
to keep the conversation flowing and get that result. And be sure to stay to the end
where I share with you how to get my Rocket
Demo Builder process. Essentially I’m going to cover
the five principles you need to be including in your sales demos
including the nine box model flow of the call and the
conversation to be able to convert twice as many
customers and not do a crappy, what I call a product demo tour. (upbeat music) So over the last 20 years I’ve sold millions of
dollars in software myself. I started off as a programmer,
I wrote code, I was introverted. I stayed up ’til 3 in
the morning writing software. That’s what I did for several
years and I decided I needed to learn how to communicate. Like literally at the end of
the day I was trying to build businesses and I kept failin’. Build another business,
I kept failin’. Then I bought a book,
“A Little Red Book of Selling” by Jeffrey Gitomer
and I was like, “Oh, there’s a process.” “Oh, it’s not super shady and
scheme-y and doesn’t feel icky.” And, “Oh, it’s about
servicing and adding value “and helping people,
you know, get results.” And all these other things
and I just kept going on that process to the point where
recently at my last company, Clarity.fm, I was
selling annual packages to, so Clarity was a marketplace for
entrepreneurs to get advice over the phone from other
entrepreneurs and experts, and I was preselling annual
contracts with VC firms and other corporations to
give access to their portfolio companies or their people. And in that conversation
I had to deal with these exact
same objections. I’m just gonna share my
perspective on how I took what I was hearing and then I kind of
reversed it on them to just make sure that I was
hearing things right. At the end of the day,
I wasn’t trying to, you know, twist somebody’s
arm or do hard sales pressure. I just wanted to make sure I was
understanding things properly and they were as
well so here they are. One, price. If somebody says,
“Ooh, that’s expensive,” or, “Oh, that’s more
than I thought,” or blah, blah, blah,
at the end of the day it’s probably a problem
in your positioning. There’s something where the
way you presented the solution, the customers you serve,
the value that delivers and the language you use it
didn’t resonate properly. Or so it’s either in the
positioning or it’s in the connecting with value. To me, the way I think about
price is that if I can really connect with their pain
and have them quantify it, talk about the cost, both
personally from a time point of view and a
monetary point of view, understand that really get clear
of like stretching that gap of what it is you want versus where
you’re at and then talk about the specific things in my
product that help them solve those problems and the
benefits they’ll receive. Monetary, time point of view,
productivity, peace of mind and connect that to them
that’s the value connection. It’s right in the middle
between the frustrations they’re experiencing and the challenges
that they want to overcome and how painful and costly that
is and the opportunity to have those resolved in the benefits
and the wins that they’ll get. So if you haven’t done that
properly in the conversation then that’s why price comes up
and the way to deal with that objection is to go
back and say, “Well, let me just go back to
you mentioned that this is a “challenge, I’m just,”
’cause what you probably forgot to do is quantify that. I can’t tell you how
many people are like, “So what are some of the “frustrations you’re
dealing with?” “Well, I’m dealing with this,
I’m dealing with that, “I’m dealing with that.” “Perfect,” then they go, “Where
would you like to see your, “how would you like to see
the organization operate?” Or whatever problem they have. And then they talk about it. They didn’t say,
“Oh, that’s fascinating. “So tell me more about this
and like how does that show up? “And who do you interact with
and what does that cost them “from a time,
commitment point of view.” If you don’t push on that button
then you have to go back and do it again just to make sure that
they see the value from where they’re at today to what they
could be from an operational point of view using your
solution you need to make sure that they see that value and
you didn’t forget to do that. Number two, missing feature. Now this is an easy one. You know, and
even it’s for people, look, sometimes they don’t want
to buy your software but at the end of the day they’re like,
“Hey, I love this solution “but it doesn’t
integrate with Salesforce. “You know,
unfortunately it’s not for me.” Here’s what I say. “Totally get where
you’re coming from. “I appreciate you
sharing that with me.” So you always want to
acknowledge their challenge or their frustration or why they’re
not gonna move forward and say, “If you don’t mind can we just
dig a little deeper around that? “How does that process work?” Right, so you want to dig into
the specific pain or missing feature they’re talking about. Who’s involved in that? How would you
like to see it work? So if the
information could flow over, who would be
involved in that process and what information
would translate? And what you’re trying
to do is figure out if there’s a work around. So they say missing feature,
you acknowledge it. “I understand
what you’re saying. “Let’s dig deeper on that.” So the pain is this, here’s why
it’d be great to have it solved. Great, look at opportunities
to potentially solve it and then offer them up. “If we did this, this and this,
would that solve it?” In today’s world just so you
know tools like Zapier makes it ridiculously easier
to connect solutions. So integrations for
the most part are a non, they’re kind of a moot point if
you can explain to the customers most of your calls they probably
don’t realize there’s other ways to connect and
configure solutions and you might know of some. Dashboard tools that you can
just kind of plug and play and configure and whatever it is
your job is to solve their problems, not get
stuck on a feature. So if they say
there’s a missing feature, acknowledge it, understand,
go deeper and then look for work arounds to
make that happen. Number three, not a now thing. So the worst you can do is
go through a discovery call, do a Rocket Demo call and get
the customer all excited and then they say,
“Let me get back to you,” and then you follow up
and they don’t reply. You follow up, they don’t reply
and all of a sudden they say hey Dan, hey John, hey Mark,
hey Mary it’s not a now thing. And you’re just like (groans). What? I thought we got
all this thing figured out. Maybe you use BANT,
budget, authority, timing, need and you’re like,
“What went wrong?” The way I think about it
is I’m always asking myself, “Did I get the wrong customer?” Because at the end of the
day if you do a great ICP, an ideal customer profile,
then that will take care of a lot of the noise in
your sales pipeline. So did I talk to
the wrong customer? Two, did I miss pitching to
the prospect’s priorities? Did I miss talking to their,
when I ask them, it’s like, you know,
they mention their challenges. Did I ask if it’s a now thing? Is this a challenge that
you want to resolve today? When is this a priority? If I don’t nail that and make
sure that they commit to it then it’s easy for them to say that
but if I get the commitment, then they’ve said it so then
they can’t use that objection. It might be a real thing but
many times people just use that as a potential objection and
that leads to the third thing is they’re masking a real concern. There’s probably something else
in the product that they’re not telling you about or
you misunderstood something, you didn’t go deep enough, and
they’re using this as an excuse but if you master the sales
process and really uncover the customer’s challenges and
present a compelling solution in a way that gets them excited
and talk about some of the case studies and customers
you’ve served in the past and got them results
then they will buy and they won’t use it’s
not a now thing. So always really try to
go deeper and ask yourself, “Is it the right customer?
Yes, okay. “Did I pitch to
their priorities? “No, okay.
Maybe I got to try that again.” Or three, are they
masking a real concern? So you can just say, “Hey, John, I really appreciate
you sharing that with me. “Usually at this point I’ve
learned from past customers that “some of them are having an
issue around these other areas “and it might just mean that
it’s easier to put things off “than to address them today. “Is that potentially
the case in this scenario?” Something like
that to essentially say, look, I get that it’s not a
now thing but maybe it’s because these things aren’t resolved. Can we talk about that? Do you have a few minutes to
jump on a quick call just so I can better understand how
to present my solution in the future and really figure out
what it is that’s missing for this to be a priority? And that to me is
the best way to deal with the third objection
of not a now thing. So really quick recap to deal
with the top three objections in your SaaS demos. Number one, price. Make sure you
reconnect on value. Two, missing feature. Go deep, figure out
how’d they like to solve it and look for a work around. And three, not a now thing. Make sure you’re
dealing with the right customer, you’ve pitched their priorities and they’re not masking
their real concerns. As I mentioned at the beginning
of this video I want to share with you a resource
called the Rocket Demo Builder. In it I share the five
key principles of having an incredible demo and
the nine box model that you can use to close more deals. Essentially, the call flow. The link’s below.
You can download your copy and if you liked this video
click the like button. Be sure to share it with
somebody that you think it can serve and also
subscribe to my channel. As per usual, I want to
challenge you to live a bigger life and a bigger business
and I’ll see you next Monday. Yeah, yeah. Yeah. Yeah, yeah, yeah, yeah. Yeah, yeah, yeah, yeah, yeah.